A family food-ingredients company, sold across borders
Family-owned in Latin America, with about $18 million of EBITDA
The deal
The situation, the approach, and the outcome
Family-owned in Latin America, with about $18 million of EBITDA
- The situation
- A family-owned maker of specialty food ingredients in Latin America: export-driven, holding the certifications US buyers require, with about $18 million of EBITDA. The family faced a change of generations with no successor inside it, and the ownership was spread across two generations and three countries.
- The approach
- With structuring and trust advisors, the ownership was prepared for sale before launch: the holdings consolidated, the estate questions resolved, and the financial reporting bridged to US GAAP. Outreach went to US food and beverage companies expanding their Latin American sourcing.
- The outcome
- A US-listed food-ingredients company bought the business for a supply of its own in Latin America. The deal cleared regulatory review in both regions, the operating team stayed, and the family exited in full at close.
How it was done
Four levers, in every sale
The details differ from deal to deal. The work underneath them does not.
The four levers behind every one
- Answer every question firstWeeks of quantitative and qualitative analysis before anything goes to market, so the materials answer every question a buyer or investor will ask. Leverage at the letter of intent starts here: a factual, compelling story that leaves a buyer no risk to price.
- Tell the right storyOperational maturity, technology that sets the business apart, and the quality of its revenue, put in the terms a buyer underwrites.
- Run a competitive processA disciplined process with several qualified buyers at the table at once, so the tension between them sets the price.
- Structure to close the gapWhere buyer and seller see different numbers, the structure bridges them, so the total value to the shareholders is the number that counts, not the headline.
Where it fits
Read the rest of the story
What this kind of deal means for an owner, and the pages that go deeper.
- Full exitHow this structure works, what it trades, and what to ask about it.Open
- Cross-borderHow this structure works, what it trades, and what to ask about it.Open
- Family successionHow this structure works, what it trades, and what to ask about it.Open
- Who buysThe kinds of buyer that come to the table, and what each one wants.Open
- What buyers pay for in manufacturingThe sector's range, what moves a business within it, and the buyers who look.Open
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Read the deal
Questions
What a careful founder asks about a deal page
Members of the FNDRS M&A team advised on this sale. The team's record includes work at prior firms, and no company, buyer, or advisory firm is named. FNDRS is a young firm; deals like this one are the experience its people bring to it.
Because the owners have not agreed to be named. The sector, the place, and the shape of the deal can be shown without them; the name stays with the founders.
No two sales are alike. This deal shows what the work can look like, not what any other sale will bring. The price, the structure, and the timing of a sale depend on the business, the buyers, and the market at the time, and no one can promise them.
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Bring us your numbers
A confidential conversation with the deal team about where your business stands, what buyers would look at first, and what a sale could look like.